ADV LDRSHP Mod 2
DISCUSSION MODERATOR ASSIGNMENT.
As the moderator, you will not submit traditional answers to the discussion board. Instead, you will engage in discussion with your peers from the perspective of a course leader or mentor. The nature of your interactions should be positive and invite further discussion that fosters creativity and expansion of the DNP role. Your responses and posts should be substantive in nature. A substantive post may include a question, sharing insight with scholarly reference, and helping students to interact with one another in creative ways.
RUBRIC:
Application of course knowledge :Exceptional: 25 points
Posts to peers’ address discussion questions using well documented, sound logic, and are clearly and succinctly written. Posts foster ongoing dialog in a professional and scholarly manner.
Scholarly synthesis and References: Exceptional 25 points
Posts supported by evidence from scholarly sources. Includes relevant citations from the course readings and/or professional literature. In-text citations and full references are utilized where appropriate.
Clarity, Relevance and organization: Exceptional 25 points
All discussion posts are relevant to the topic and are presented logically and clearly. Direct course applications and synthesis of scholarly information is easily discernable
Peer interaction: Exceptional 25 points
Responds to at least 5 peer posts. Participates in discussion on at least 4 separate days. Responses are substantive insightful and contain at least one reference.
QUESTIONS:
Discussion Questions
1. Describe three dysfunctional behaviors in healthcare organizations today. Compare them to workplace cultures that foster quality care and productivity. What are the ethical ramifications of a healthcare organization with dysfunctional behaviors?
2. Identify two toxic behaviors that can occur in an organization. Which principles for minimizing toxic behavior would you use to address the behavior and promote a culture change?
3. Perform a brief scholarly search. Identify and describe one technological advancement that could be harnessed to prevent or reduce toxic workplace cultures in healthcare.
STUDENT’S POST-
Organizational Culture Types
Dysfunctional behavior in the workplace can be described as a type of defiant or antisocial behavior that violates organizational regulations and code of ethics, leading to decreased quality of work and higher financial costs (Maher & Youssef, 2016). Dysfunctional behavior in the healthcare field includes envy, theft, and harassment. In healthcare, envious behavior amongst colleagues over salaries, promotions, or attention from leadership is prevalent and highly unfavorable. It often leads to unhealthy and unpleasant feelings of threat, creating tension and untrustworthy work relationships (Tai et al., 2012). Apart from the emotional state of envy, theft in the healthcare field can take on many forms and occur at the lowest or highest level. Examples of theft include diverting narcotics, data breaches, falsifying hours, insurance fraud and taking home medical supplies, costing organizations up to $50 million annually (Pofeldt, 2017). The last dysfunctional behavior is when managers abuse their status to harass those with lesser power, to include unwanted gestures, text messages, and physical contact. All healthcare organizations have clear policies that explicitly state the consequences of harassment at the workplace. The ethical ramifications of a healthcare organization with dysfunctional behaviors includes physical and mental consequences, decrease in productivity, and higher absenteeism with a faster turnover rate (Jurkiewicz & Giacalone, 2016). Contrarily, a workplace culture that fosters quality care and productivity encourages interprofessional collaboration, boosts morale, increases efficiency and quality of care (Braithwaite et al., 2017).
Toxic behaviors in an organization lead to poor performance, miscommunication, poor decision making, dissatisfaction, and increased stress (Maher & Youssef, 2016). One toxic behavior that can occur is when leadership supports defiant behavior and dishonest acts. These leaders are often looking after their own interest, not those of the organization. Such individuals thrive off toxic environments to be successful. Another toxic behavior that can occur in an organization is the lack of morality. Moral leadership can be defined as having virtues, self-discipline, and empowering others to enforce ethical behavior (Bazerman, 2020). Lack of moral leadership leads to ineffective behavior modeling and destruction of workplace norms. Lack of moral behavior creates a negative working environment where individuals fail to properly execute job duties, resulting in organizational costs (MacKenzie et al., 2012).
To minimize toxicity and promote cultural change, nurse leaders need to display ethically appropriate behavior to set an example of how colleagues and patients should be treated per organizational standards. Leaders play an important role in fostering a healthy, positive environment that can be achieved through transparency and fairness. Leaders need to immediately address bullying, gossiping, harassment, and make it clear that the organization has no tolerance for such behavior. The goal is to decrease reoccurrence by stopping the behavior when it occurs. Environmental health and safety (EHS) software is a technological advancement that can be harnessed to prevent or reduce toxic cultures in healthcare. The purpose of EHS software is to proactively create control in a system through anticipation of activities that might result in occupational injury, ill health, or adverse environmental impact (National Research Council, 2011). As technology advances, nurses need to remain flexible and readily available to adapt to their environment.
References
Bazerman, M. (2020). A new model for ethical leadership. Create more value for society. Harvard business review. https://hbr.org/2020/09/a-new-model-for-ethical-leadership (Links to an external site.)
Braithwaite, J., Herkes, J., Ludlow, K., Testa, L., & Lamprell, G. (2017). Association between organisational and workplace cultures, and patient outcomes: Systematic review. BMJ Open, 7(11), e017708. https://doi.org/10.1136/bmjopen-2017-017708 (Links to an external site.)
Jurkiewicz, C. L., & Giacalone, R. A. (2016). Organizational determinants of ethical dysfunctionality. Journal of Business Ethics, 136(1), 1–12. http://www.jstor.org/stable/24736110 (Links to an external site.)
MacKenzie, C., Garavan, T., & Carbery, R. (2012). Dysfunctional behavior in organizations: Can HRD reduce the impact of dysfunctional organizational behavior- A review and conceptual model. Managerial Psychology, 16(5), 322-38
National Research Council. (2011) Prudent practices in the laboratory: Handling and management of chemical hazards: National Academies Press.
Maher, A., Youssef, P. (2016). Role of leaders in managing employees’ dysfunctional behavior at workplace. International Journal of Economics and Management Engineering, 10(3), 992-997. https:// doi.org/10.5281/zenodo.1124065 (Links to an external site.)
Pofeldt, E. (2017). This crime in the workplace is costing US businesses $50 billion a year. CNBC. https://www.cnbc.com/2017/09/12/workplace-crime-costs-us-businesses-50- billion-a-year.html (Links to an external site.)
Tai, K., Narayanan, J. & McAllister, D. (2012). Envy as pain: Rethinking the nature of envy and its implications for employees and organizations. Academy of Management Review, 37(1), 107-129. https://doi.org/10.5465/amr.2009.0484 (Links to an external site.)